THE IMPACT OF CUSTOMER SPECIFIC REQUIREMENTS ON SUPPLY CHAIN MANAGEMENT

Cape Peninsula University of Technology
Digital Knowledge
CPUT Theses & Dissertations

A Masters dissertation
by Hubert Ignatius Percy Conceivious


ABSTRACT

The Catalytic Converter Industry (CCI), forms part of the component supply chain in the motor industry. The CCI is made up of a plethora of different suppliers, however for the purpose of this study, the focus will be on three of the five main suppliers, namely the ‘monolith substrate manufacturers’, the ‘coaters’, and the ‘canners’. The latter suppliers supply directly to the car manufacturers, also commonly referred to as the Original Equipment Manufacturers (OEM), and are known as first tier suppliers. Some OEM’s exercise control over the entire supply chain. The control is exercised through various ‘customer requirements’ and ‘customer specific requirements’.
Customer specific requirements influence the Quality Management System
(QMS) of a supplier. Most OEM’s require that strategic suppliers must be
ISO/TS 16949:2002 certified. ISO/TS16949:2002 refers to an internationally
recognised specification, specifically adopted for the motor industry, and dictates the certification requirements that an organisation’s QMS must adhere to. The specification also makes provision for additional requirements that could be specified by the customer. In this instance, the customer is the OEM, in terms of which additional requirements can be specified over and above the certification requirements.
For organisations manufacturing generic components for the various motor
manufacturers, customer specific requirements add to the complexity of activities related to quality management systems. Applying an array of methods to minimise the risk of sending defective products to the customer by building each customer’s specific requirements into the quality management system, can lead to confusion and make work difficult to execute. To mitigate the complexity, the quality management systems should be simplified to ensure that the quality management system is entrenched and adds value to the organisations’ activities.

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